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  • Author: Michał Chmielecki x
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Management in last decades has seen knowledge sharing become a key tool for the success of a variety of institutions. Many international companies and other organizations have developed knowledge management programs as key to their future development strategies. There are number of international organizations that have identified knowledge sharing as one of their core management tools. Yet despite its growing popularity, knowledge sharing remains a complex and challenging task. This article discusses what cultural barriers can impede knowledge sharing processes


Recent years have seen an explosion of interest in the cultural dimensions of conflict resolution. Books, numerous studies, and courses have offered perspectives on the nature of culture and its complex relationship to the transformation of conflict. This article focuses on metaphors concerning negotiations across cultures. The study attempts to contribute knowledge in the field of cross-cultural studies on language and culture, especially with regards to negotiation metaphors. The article attempts to answer a question how does the usage of metaphors for the process of negotiation differ across cultures


Purpose: The purpose of the study was to answer the question: “What are the most common factors influencing effectiveness of internal communications faced by Polish organizations?” This article discusses the role of internal communications practices leading to enhancement of organizational performance. In particular, it concentrates on factors impeding the flow of information inside the organization. Later on, the article presents empirical findings.

Methodology: Contemporary public relations, internal communications and employee communications texts have been reviewed to identify how internal communications is defined in literature and how it influences organization success. Relevant existing research was reviewed and primary research was conducted. The latter consisted of 29 in-depth interviews with employees from various Polish organizations.

Results/findings: The article presents interesting results that can be especially useful for internal communications specialists and managers. It is recommended that to gain a fuller picture of the issues underlying the findings, quantitative research with relevant employees should be undertaken


Current changes in technology and the role of the Internet open up new opportunities for companies both to communicate with the public and organisational functionality of its own structure. The fact that Social Media entered the business landscape, can be globally experience in the novel ways of communication, particularly between all stakeholders in organisation’s environment, but also in growing tendency in search for the new knowledge and expertise in digital environment. Organisations existing in brick-and-mortar landscape, observing ongoing and continues development of the digital technologies that ubiquitously transforming the way we perceive a role of marketing and making Public Relations more fascinating discipline in the XXI century. Becoming more exposed to the public, marketers needs to understand importance of their role in the new age of digital era but more importantly to be able to adapt to a new environment by building their digital presence with accordance to tomorrow’s reality and prevailing expectations. Every geographical region has its own unique approach in practicing public relations and building their own understanding of that concept. What is more, one also has to take into consideration the relations between corporate culture and organizational environment and it’s influence on certain managerial practices. Broadening the traditional perspective and communication by the new and growing acceptance of the era, internet is defining new rules, that continuously supported by the visionary and innovatory approach of modern organisations, not only modelling PR and marketing but companies as a whole. The aim of this article is to identify the changing trends of the new PR model that continuously evolve in the digital era and changing our way of building robust two-direction communication channel. The article presents four case studies (Poland and the UK) of social media in PR on the automotive market.


Objective: The purpose of this paper is also to thoroughly review those studies in the management literature that focused on bias in negotiation and to ascertain a couple of new research trajectories that could be observed as the result. As a matter of fact, a human’s judgment making capacity and behavior could be greatly influenced by cognitive misperceptions thus affecting decisions in negotiations. Whilst Thompson (2006) analytically examined the effects of biased decision-making processes for negotiations, the intention of this paper is to fill the gap through a systematic assessment of the literature.

Methodology: I have provided a theoretical background on decision makers’ cognition in this paper to provide context and introduce the research; after which we take a closer look at the literature and discuss its results. Based on this, I noted that limited research, with alternate results were done based on the interaction between biases bothering on mood, culture, personality as well as education and experience on the negotiators’ judgments. Finally, we suggest that future research trajectories might be on multilateral and integrative negotiations, the role of third parties and a better comprehension of the cognitive bias and how to rise above it in negotiations.

Findings: Despite the fact that this topic is considered important, it is surprisingly under-researched. Author was able to identify the void and inadequacies of the literature identified in journal articles systemizing the intersection of negotiation studies, from cognitive biases studies, group decision making and from the decision making and judgment literature.

Value Added: This paper showed that there are only a handful of papers that focus on why, how and when cognitive biases influence negotiation process.

Recommendations: There is a great need for papers that focus on cognitive biases in the negotiation process.


Mergers are a very important aspect of corporate growth. But so many mergers fail to achieve their aim. A lot of mergers won’t produce value for the acquiring firms. Evidence and surveys have shown that corporate culture is very important for the success of mergers and acquisitions. This evidence also points to the fact that cultural differences are a very important factor that could lead to failures in mergers. Currently there is not much empirical evidence or theory on the importance of cultural differences for the performance of mergers and acquisitions. Though, there is a growing rate of interest in this area.


The main objective of our research was to compare followers evaluation of Polish middle managers in regard to their traits and behaviors, which are essential for leadership effectiveness, in the years of 2008/2009; 2010/2012; 2012 and during 1996/1997 under the GLOBE research project. As was unexpected, our research results indicate the Polish middle managers under our follow-up study scored significantly lower than their counterparts investigated under the GLOBE study in 1996/1997 on Performance Orientation, Team Orientation, Humane Orientation, Integrity, Visionary and Inspirational Leadership Dimensions, and significantly higher on Autocratic Leadership style. Our findings point to the conclusion that profound changes in political anc socioeconomic systems in Poland, have shown little effects so far on managerial values and subsequent attitudes and behaviors. We postulate that deep changes in peoples' mentality are needed to generate beneficial changes in the societal and organizational values and succeeding attitudes and behaviors.


Objective: The discussion presented in this paper focuses on the practical coaching techniques premised on lasting principles of human learning; principles that are crucial to coaching relationships of all kinds. The principles involved tap into years of psychological research and practice (Kanfer & Goldstein, 1991; Mahoney, 1991) that focuses on issues that prompt changes in people, the important factors that fosters relationships and the ways of getting people to give up their regular actions for a new set.

Methodology: The article’s research is based on extensive literature analysis.

Findings: The research was not able to identify the specifics of what people value in different cultures; however, it captures the major active ingredients in learning endeavor, without taking culture into consideration.

Value Added: The article discusses 3 main types of challenges that leadership coaches find across the globe and offers guidelines to handle them

Recommendations: Future papers on that topic research should include both qualitative and quantitative research findings.